Job Satisfaction on the U.S.S. John F. Kennedy: The Impact on First Term Sailors' Decisions to Leave the U.S. Navy

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University of New Orleans Theses and

Dissertations Dissertations and Theses

1-20-2006

Job Satisfaction on the U.S.S. John F. Kennedy: The Impact on

First Term Sailors' Decisions to Leave the U.S. Navy

Alex Clarence Baker University of New Orleans

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JOB SATISFACTION ON THE U.S.S. JOHN F. KENNEDY:

THE IMPACT ON FIRST TERM SAILORS’ DECISIONS TO LEAVE THE U.S. NAVY

A Thesis

Submitted to the Graduate Faculty of the University of New Orleans in partial fulfillment of the requirements for the degree of

Master in Public Administration

in

The College of Urban and Public Affairs

by

Alex Clarence Baker

B.A., Morehead State University, 1985

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ACKNOWLEDGEMENTS

During my first tour of duty onboard the U.S.S. Saratoga (CV 60) the Executive Officer

of the ship, a senior officer of over 22 years in the Navy once told me, “If you are in the Navy for

the money, you are in the wrong career.”

Fifteen years, three Navy ships and five tours of duty later, those words still ring true for

me, and form the basis for my major research question - Does job satisfaction play the most

significant role in determining an individual sailor’s decision to leave the Navy?

Although there have been many pay raises over the years, the fact remains that those who

join the Navy are looking for something more than a paycheck. It is a job that demands much,

but rewards those who are willing to dedicate themselves to the Navy’s core principles of Honor,

Courage and Commitment, a most gratifying life experience.

Further, I would like to thank Dr. Robert Whelan for his patience and invaluable

assistance over the past seven years who never stopped believing I would complete this task.

Finally, I would like to thank my wife Susanne who has endured and stood by me

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ABSTRACT

The retention of sailors is paramount to the viability of the United States Navy. While

numerous aspects, including pay, benefits, family issues, etc., factor into the decision of each

sailor to leave the Navy, job satisfaction is one of the most important. This study examines the

extent job satisfaction played in sailors’ decisions to leave after their initial enlistment. The

Navy’s own survey instrument was utilized to gather the data from sailors who were separating

from the U.S.S. John F. Kennedy (CV-67) at the end of their first enlistment contract. The

survey questions were broken down into three general areas: Job Satisfaction, Pay and Benefits,

and Quality of Life, to measure the level of satisfaction within each of these areas. The

relationship between gender, martial status and ethnic group were key components in analyzing

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CHAPTER 1 INTRODUCTION

PURPOSE OF THE STUDY

On the morning of September 11, 2001, the citizens of the United States of America were

once again reminded of the dangerous world in which we live. Not since the attack on Pearl

Harbor almost sixty years before, had Americans experienced the sudden, shocking jolt of a

surprise attack on their home soil by a foreign foe. Over 3,000 Americans died that

day…forever altering this generation’s view of the world.

In the aftermath of the attack, the nation called upon a military that had undergone a

significant transformation in the years after the fall of the Soviet Union and Operation Desert

Storm. Our armed forces had been significantly downsized by nearly one million personnel

(Ryan, 2001) and the Base Realignment and Closure (BRAC) commission, in conjunction with

the President and Congress had closed a number of bases across the country.

Many believed that the end of the Soviet Union ended the need to field a large military;

however the strategic and economic well-being of America and its allies in the world are

constantly being threatened by terrorist organizations like Al Qaeda and other Muslim extremist

groups. China’s military modernization program and growth as an economic power are all

reminders that the United States must maintain a strong military if it is to continue to determine

its own destiny. To that end, the United States government spends billions of dollars annually in

the recruitment, training, equipage, pay and deployment of military personnel to defend its

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The “tip of the proverbial spear” in this effort is the men and women deployed on the

aircraft carriers of the United States Navy. These four and one half acres of sovereign territory

can travel within range, and launch a devastating air strike upon nearly every country on Earth.

It is not only a powerful instrument of war, but perhaps the most powerful instrument of peace

the President of the United States has at his disposal. Because of this flexibility, the nation’s

aircraft carriers have been called upon many times to complete extended operations in areas of

regional tension around the world.

These deployments and the overall high tempo of operations that are necessary to keep

aircraft carriers operationally and materially ready for these deployments present a unique

challenge to the retention efforts of the Navy’s leadership. The demands that these requirements

put upon the sailors, including long arduous working hours in port, extended time at sea during

the training cycle leading up to and including deployment of six-months or more, family

separations, low pay for doing the same tasks in comparison to their civilian counterparts, are

key factors in determining the ultimate decision of each sailor as to whether or not he will stay in

the Navy.

The major focus of this study will be to examine some of the relative influences on those

personnel who leave the United States Navy. It will focus primarily on the internal issues

surrounding the personnel assigned to sea duty aboard the aircraft carrier U.S.S. John F.

Kennedy (CV-67), and specifically on how much “Job Satisfaction” affects their decision to

leave the Navy.

The study will examine the individual sailor’s perception of their experience in the Navy

and how that perception weighs in their decision to leave the Navy and return to civilian life.

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(2) to what extent job satisfaction played in their decision, (3) to what extent the quality of Navy

life factored into their decision to leave the Navy, and (4) how the perception of pay/benefits

played in their decision.

RATIONALE

During the time of this study, the Navy was losing approximately sixty-four percent of

the personnel who were recruited into the organization by the end of their first enlistment (a

period of four to six years) (Chief of Naval Personnel, 2000). This represents a significant

investment by the Navy in the recruiting and initial training phase of a sailor. As the United

States military relies more and more on the Navy to respond to an ever-increasing number of

contingency operations, the retention of highly skilled, properly trained personnel becomes an

issue of national importance.

The aircraft carrier, as the Navy’s largest and most recognizable sea command is also one

of its most diverse in terms of age, race, sex, rating, rank, and mission requirements. Further,

those who serve aboard an aircraft carrier are considered assigned to “arduous sea duty” and

present an even more difficult challenge to the Navy’s retention efforts verses those who are

assigned to shore commands and are not subject to the same rigors of sea duty.

The Navy’s primary mission is accomplished by “ships at sea” and all other functions

support this mission. If all of the Navy’s jobs were assigned ashore, the dynamic would be

completely altered. Indeed, one of the Navy’s most valuable retention tools is the transfer of

personnel to “shore duty” for periods of time as an enticement to stay in the Navy. It is because

of these unique challenges that the aircraft carrier U.S.S. John F. Kennedy (CV-67) provides the

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BACKGROUND

As the problems of recruiting and retention in all branches of the armed forces continue

to make headlines in national news stories, the pressure on everyone involved to take action

increases, from Congress and the President, to the street level bureaucrat. The pressure has

become especially acute on the Navy, as a recent Pentagon survey found that the percentage of

young men between 16 and 21 who were likely to consider joining the Navy had declined to nine

percent, the lowest of the four services, (Vistica 28). With interest in a career in the military

continuing to decrease and many high school graduates choosing to go to college, the Navy is

faced with a shortage of personnel to fill some 10,000 vacancies in the fleet.

With the decrease in the number of prospects to recruit and larger numbers of sailors

leaving the fleet for opportunities in the private sector, the actions taken by the human resource

managers of the Navy now, and in the near future, are critical to sustaining the Navy’s ability to

meet its global commitments. The Secretary of the Navy, and the Chief of Naval Operations,

(the Senior Admiral of the Navy and the Navy’s representative on the Joint Chiefs of Staff)

recently instituted numerous changes in the way the Navy conducts its everyday business to meet

this challenge. From increasing the budget for retention bonuses (a special bonus pay that is

offered to sailors with critical job skills to reenlist in the Navy for a specific number of years that

can range from $10,000 to $30,000, depending upon the skill and the length of the enlistment),

drastically reducing the number of inspections sailors must prepare for and endure, to making

email available to every sailor onboard a ship, the Navy’s leadership is using every option at its

disposal to stem the tide of personnel losses (Commander-In-Chief, Atlantic Fleet, 1999). In spite

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these personnel losses vary in scope and complexity depending upon the views and level of

dissatisfaction of each individual. This study will focus on one set of these factors.

ORGANIZATION OF THE U.S.S. JOHN F. KENNEDY (CV-67)

The U.S.S. John F. Kennedy is one of the nation’s twelve aircraft carriers. It was

commissioned in 1968 and has been on numerous deployments over the years, including action

in the Vietnam War, Desert Storm, Operation Southern Watch and most recently Operation

Noble Eagle in Afghanistan. Its crew of over 2,500 includes men and women, seaman recruits

(E-1, the lowest rank) who are as young as eighteen years old and have as little as three months

in the Navy, to the Commanding Officer who has over twenty years of extensive experience in

numerous facets of Naval operations. However, with an average age of twenty, the large

majority of the crew is college age young adults who perform their jobs in what is considered

one of the most dangerous working environments in the world (Kennedy Information Book

2000).

Onboard the USS John F. Kennedy, as on all other Navy Ships, the Commanding Officer

is inescapably responsible and accountable for the operation of the ship (U.S. Regulations,

1990). Appointed to this position by the Navy after a career of rigorous training and outstanding

performance spanning more than twenty years, the Captain has been well prepared for his

posting.

The aircraft carrier commanding officer has the whole crew at his disposal to accomplish

the mission of the ship, but the officer he relies on most heavily is the Executive Officer. He is

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for the organization, performance of duty and good order and discipline of the entire command,

(Standard Operation and Regulations Manual, 1990).

The primary subdivision of responsibilities aboard a navy ship is the department. On the

Kennedy, there are a total of sixteen departments. They include the four which are found on

smaller ships: Operations, Combat Systems, Engineering and Supply, plus the departments of

Administration, Air, Aviation Intermediate Maintenance Department (AIMD), Deck, Safety,

Legal, Weapons, Navigation, Medical, Dental, Religious Ministries, and Maintenance

Management. Each of these departments is led by an officer selected for his experience and high

performance marks in his/her previous tours of duty. Because of the complexity of the tasks of

the Operations, Air, and Navigation departments, these positions are filled by former

commanding officers of aircraft squadrons who bring not only a vast array of knowledge to the

position, but the valuable experience of leadership gained through command (See Appendix A).

Each department is further subdivided into divisions. These divisions are responsible for

the equipment and mission of one area within the department. Each division is headed by a

Division Officer, who reports directly to the Department Head for all matters concerning

activities within the division. Division Officers onboard aircraft carriers are officers who have

varying degrees of experience. Some are former enlisted personnel with many years of

experience within their area of responsibility. Others are officers in their second tour of duty

who have served aboard smaller ships and are assigned to the aircraft carrier to gain more

experience prior their assignment as Department Heads on smaller ships.

Working for the Division Officers are the Division Leading Chief Petty Officers (LCPO),

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experienced technical advisors in their field of expertise and provide the necessary training and

guidance to their personnel to continue their personal and professional development.

RETENTION FACTORS ONBOARD U.S.S. JOHN F. KENNEDY

The major focus of this research is to determine to what extent job satisfaction affects the

decision of sailors onboard the U.S.S. John F. Kennedy to leave the Navy. This research will

consist of a cross-sectional survey using all personnel who are at the end of their first term of

obligated service and decide to leave the Navy. As this survey includes enlisted sailors from

every department of the ship; married and single sailors, various ratings and number of years in

the Navy, it will give the widest possible view of the role job satisfaction plays in the

non-retention of sailors aboard the U.S.S. John F. Kennedy.

At the end of their four-year contract, each sailor must make the decision as to whether

they want to continue their commitment to the Navy. The hypotheses below set forth the

rationale that the sailor’s decision to stay in the Navy will be based on three general factors: job

satisfaction, pay and benefits and quality of life, with job satisfaction being the most influential

on the sailor’s ultimate decision.

Factors in the Retention of Personnel

There are numerous factors that affect the decision of individual sailors to discontinue

their service in the Navy. In its efforts to retain as many sailors as possible, the Navy designed

the Navy Retention/Separation Questionnaire to measure the satisfaction level of various aspects,

both personal and professional, of sailor’s life (See Appendix B). The forty-five questions of the

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opportunities. For the purposes of this study, these forty-five questions will be grouped into

three areas of consideration:

(1) Pay and Benefits – covering areas including retirement, medical and dental

coverage.

(2) Quality of Life – including the quality and availability of government housing.

(3) Job Satisfaction – including the amount of respect from superiors, advancement

opportunity, and performance evaluation.

MAJOR RESEARCH QUESTION

Was the lack of job satisfaction the primary reason for first-term sailors onboard the

U.S.S. John F. Kennedy leaving the United States Navy?

HYPOTHESIS 1

A majority of sailors onboard the U.S.S. John F. Kennedy who do not reenlist at the end

of their first-term have a low level of job satisfaction.

HYPOTHESIS 2

Sailors onboard the U.S.S. John F. Kennedy who do not reenlist at the end of their

first-term will have a higher level of approval with pay and benefits than with job satisfaction.

HYPOTHESIS 3

Sailors onboard the U.S.S. John F. Kennedy who do not reenlist at the end of their first-

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BASIS FOR HYPOTHESES

After years of observation of sailors and their work environment, the researcher formed a

hypothesis that those sailors who do not decide to commit another two to six years of their life to

the Navy make that decision based more on their lack of job satisfaction than with their level of

pay and benefits or quality of life.

While many join the Navy as a way of obtaining valuable training that they can someday

use in the civilian world, or as an avenue for money for college, the appeal of the Navy has

always been for the adventure, the challenge of doing something different. In short, they want to

do a job from which they can draw a great deal of satisfaction.

While the initial hypothesis was drawn from first hand observations, it was cultivated

through the review of the work of a number of researchers in the field going back over the last

thirty years. Researchers Maslow and Herzberg theorized that job satisfaction is caused by an

individual’s desire to satisfy personal needs (Maslow 1968), while K. A. Kovach found that

interesting work was ranked the highest of ten values in his study nearly twenty years later

(Kovach 1987). Karl and Sutton completed a follow on study a decade later that determined

public sector employees still held interesting work as the most important determinant of job

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CHAPTER II

LITERATURE REVIEW

Since the inception of the all-volunteer force in the wake of the Vietnam War, one of the

most important aspects of military human resource management has been the recruiting of new

volunteers. Each branch of the armed forces spends millions of dollars per year in advertising in

every form of media to attract the attention of its 17 to 21 year old target audience. The Navy

alone has doubled its advertising budget to $67 million, and is opening 123 new recruiting

stations (Vistica, 1999) to attract new recruits.

In a study published in Monthly Labor Review in August 1985, the problems associated

with Army recruiting during a period of economic expansion were examined. The study found

that a drop in the rate of unemployment of one percent was estimated to cause a decline of

almost six hundred contracts per quarter for the highest qualified recruits (Horne, 1985). These

numbers, combined with a general decline in the willingness of potential recruits to endure

military hardships and meager military pay, make the task of those charged with retention of the

Navy’s manpower that much more difficult.

While this study will not look in depth at the issue of recruiting, its influence on retention

can’t be overlooked. If the personnel that are recruited are not of sufficient caliber to make their

training and service a viable investment for the Navy, they will become a burden on the Navy’s

division, department and command level leadership and could be a corrupting influence on those

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THE IMPORTANCE OF JOB SATISFACTION IN RETENTION

While many aspects of the military are very different from those in the civilian sector, the

importance of job satisfaction to each individual in the military is not. As the primary focus of

this research, the issues directly related to job satisfaction in the military will be compared with

those of the private sector.

Conditions of the job environment that interfere with employee job performance are

called organizational constraints. These constraints come from many aspects of the job,

including other people and the physical work environment. (Peters, O’Connor, and Rudolf,

1980). While these constraints were originally designed to measure job performance, they were

adapted in a later study to measure job satisfaction. This study reported a correlation of

organizational constraints with five facets of job satisfaction (coworker = -.30, pay = -.26,

promotion = -.28, supervision = -.42, and work itself = -.31). (O’Conner, Peters, Rudolf and

Pooyan, 1982) The largest negative correlation with job satisfaction in this study associated to

be with supervisors.

In his book, Job Satisfaction, Paul E. Spector, explored the theory of role ambiguity in

the job satisfaction model. He defined role ambiguity as the degree of certainty the employee

has about what his or her functions and responsibilities are (Spector 1997). Role ambiguity was

assessed with questionnaires by Jackson and Schuler (also cited in Spector) and found to have a

mean correlation with global job satisfaction of -.30.

Another study done by Yuan Ting; Determinants of Job Satisfaction of Federal

Government Employees, proposed that job satisfaction is determined by three sets of variables.

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individual’s belief and trust in organizational goals and values, and affections toward the

organization, and Relationships with Co-Workers and Supervisors. The second is Individual

Characteristics; based on the factors of race, age, gender, and education. While Organizational

Characteristics and Individual Characteristics are comprised of important factors in the retention

model, it is the third; the Job Characteristics set of variables, which are most germane to this

study.

Ting, using the variables – pay satisfaction and career growth, task clarity, skill

utilization, and task significance, determined that job characteristics had the strongest effects on

job satisfaction. Of all the independent variables within the study, skill utilization was found to

have the strongest effect on job satisfaction (Ting, 1997).

Early organizational theorists Abraham Maslow and Frederick Herzberg believed that job

satisfaction is caused by an individual’s desire to satisfy personal needs, which include both

intrinsic and extrinsic needs (Maslow 1968). Other researchers adopting this philosophy have

taken it a step further by stating that an individual’s job satisfaction is determined by the level to

which job characteristics will meet the person’s needs (Hackman & Lawler, 1971).

Katherine A. Karl and Cynthia L. Sutton in their study “Job Values in Today’s

Workforce,” compared the values of public and private sector employees with the results of a

study published by K.A. Kovach in the 1980’s. Kovach found that interesting work was ranked

the highest of ten values (Kovach, 1987). Karl and Sutton hypothesized that workers of today

placed a higher value on good wages and job security. While they determined that private sector

employees of today did place the highest value on good wages and job security, they also found

that public sector employees still held interesting work as the most important determinant of job

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THE IMPORTANCE OF QUALITY OF LIFE

The role that a sailor’s perception of their quality of life plays in their decision to stay in

the Navy is also crucial to the retention issue. Upon assumption of his duties as the Chief of

Naval Operations (The Navy’s Top Admiral) in July 2000, Admiral Vernon Clark emphasized

the importance of maintaining quality of service (defined as the balanced treatment of quality of

personal life and quality of work) to enhance mission and combat readiness (Clark, 2000).

Campbell, Converse and Rogers conducted the first in depth studies on the quality of life

in 1976, introducing measures of domain satisfaction that included satisfaction with work,

housing, health, neighborhood, friendships, marriage, family life, amount of education and

savings (Campbell, 1976). Following this study, Andrews and Withey developed a

questionnaire, identifying a number of life concerns they divided into seven categories

comprised of: Family (marriage, family activities), Relations with other people (fair treatment,

acceptance), Economics (income, living standard, job, taxes), The local area (safety, security

from theft, community), personal life (personal time, leisure, health), The larger society

(standards, national government, mass media) and Other (religious faith, fulfillment) (Andrews,

1976).

The first significant research conducted on the Quality of Life in the United States Navy

was through a 1993 study by Booth-Kewley and Thomas. The study revealed that respondents

were most satisfied with their relationships with children, their marriage/romantic relationship

and their health and most dissatisfied with pay, standard of living, neighborhood and the way the

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by Gerry Wilcov that revealed that work satisfaction, opportunities for personal development and

outside interests, relationships with friends (for those who did not have children) and living

quarters were the areas that accounted for the greatest amount of variance in the overall

perceptions of the Quality of Life (Wilcov, 1996).

In 1999, Wilcov and Schwerin conducted a study using a model in which (a) life domains

are divided into non-work or personal domains and work domains, (b) personal domains are

linked to reenlistment intention and (c) work domains are linked to reenlistment intention

through organizational commitment (Wilcov and Schwerin, 1999).

The 1999 Navy Quality of Life (QOL) Survey (comprised of four sections: background,

global QOL, life domains and their aspects and outcomes), was used as the instrument for the

study. The background information included both personal demographic variables such as

gender, age, racial and ethnic background, marital status, and parental status. Career background

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CHAPTER III

METHODOLOGY

The Navy defines retention as the decision of a sailor, at the end of his/her enlistment, to

either extend their current enlistment contract for twenty-four to forty-eight months, or sign a

new contract obligating them to serve for a period of between two and six years (Retention Team

Manual, 2000). The enlisted retention statistics are followed closely at the highest levels of the

Navy’s leadership, and many of their manpower policies are guided by the individual decisions

made by sailors throughout the fleet.

The United States Navy used a survey questionnaire during the time period of this study

to determine the reasons for individual sailor’s decisions to stay in the Navy, or for their reason

to terminate their employment with the Navy. Since these individual decisions play such a vital

role in determining the future viability of the United States Navy, the study examined three

essential elements in the sailor’s decision making process: (1) the level of job satisfaction of each

sailor, (2) their perception of pay and benefits, and (3) the level of satisfaction with their quality

of life. This study attempted to determine if there was a correlation between sailor’s decisions to

leave the Navy and their level of job satisfaction.

In developing the construct for this study, the researcher reviewed each of the forty-five

previously tested questions of the Navy developed and tested survey. While the Navy did not

specify, or group the questions into any specific categories in this study, it did design its

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The questions of the survey addressing “Job Satisfaction” were determined by using

aspects of job satisfaction found in the literature review. Questions dealing with superiors,

leadership and management, recognition, job security, advancement opportunity, job assignment,

and performance evaluation were all placed in the “Job Satisfaction” area of concentration based

on previous research findings. While an argument (supported by research) can be made that pay

and benefits have a direct bearing on job satisfaction, the survey asked the subject separate

questions about their satisfaction with pay and benefits.

In addressing Pay and Benefits, the questions dealing directly with amount of basic pay,

special pay, compensation for Permanent Change of Station (PCS) moves, retirement benefits,

medical and dental care, commissary/exchange, support/recreational services and

education/training are all considered compensation or “Pay and Benefits” and are governed by

Federal law. Sailors are approached with all of these items as a “total compensation package”

that must be included when comparing “Navy Pay” with “Civilian Pay.” It is only logical that

these questions are considered under the “Pay and Benefits” area of concentration when sailors

have been told since before they joined the Navy that these were how they were to be

compensated for their work.

The Quality of Life area of concentration questions were grouped again, by using areas

from previous research by Campbell, Converse and Rogers who conducted the first in depth

studies on the quality of life in 1976, introducing measures of domain satisfaction that included

satisfaction with work, housing, health, neighborhood, friendships, marriage, family life, amount

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POPULATION

Specifically, this study focused on one command in the United States Navy, the U.S.S.

John F. Kennedy (CV-67). There are approximately 2,500 sailors assigned to the Kennedy, in

sixteen separate departments (Kennedy Information Book, 2000). Of these, approximately 148

sailors completed their initial enlistment during the time frame of this study (September 2000 to

August 2001) and decided to leave the Navy. The survey population included all sailors who, as

part of their required processing for discharge from the Navy, completed the Navy

Retention/Separation Questionnaire.

The John F. Kennedy was chosen for this study for five reasons: 1) It is one of the largest

afloat commands in the United States Navy, 2) It has one of the most diverse populations in

terms of different ratings assigned to one afloat Navy command, 3) It has one of the largest

female populations of any Navy afloat command, 4) because the primary mission of the Navy is

“at sea”, the effects of the most challenging employment environment in the Navy can be

measured, and 5) as a member of the crew of the John F. Kennedy, I had personal and unlimited

access to the environment during the timeframe of the study.

A request was made to the Command Career Counselor’s Office to obtain the data from

the Navy Retention/Separation Questionnaire administered to personnel coming to the end of

their enlistments for the previous one-year period. Basic demographic information including:

level of education, ethnic group, sex, marital status, length of service, number of dependents,

paygrade, rating, number of times reenlisting, and if spouse was working or in school, was

provided as part of the existing survey instrument. The identity of the survey participants was

never disclosed as these surveys were completed over the preceding year, without their names

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required to complete this survey as part of their processing for discharge, it is assumed that the

survey produced a one hundred percent response rate.

SURVEY INSTRUMENT

The Navy’s own survey instrument; The Navy Retention/Separation Questionnaire (See

Appendix B), was used to gather the data by measuring the sailors’ level of satisfaction.

Forty-five closed-ended questions stated in short phrases and based on the personal experiences were

divided into three areas of concentration for this study: (1) Job Satisfaction, (2) Pay/Benefits, and

(3) Quality of Life. The questionnaire contained nine questions designed to gather demographic

data from the participants including; sex, level of education, ethnic group, marital status, length

of service, number of dependents, paygrade, rating, number of times reenlisting, and if the

spouse is working or in school.

The Navy views quality control review mechanisms as essential as survey results often

influence policy decisions affecting members’ welfare and the allocation of Navy resources. As

poorly designed surveys may produce erroneous results and faulty policy decisions, the Navy

established review procedures to ensure that only technically sound surveys are supported and

approved (OPNAV 5300.8B).

The Navy Personnel Research and Development Center is the Navy’s depository of all

survey information and, through the Navy Survey Resource Center (NSRC), provides detailed

assistance in the design, execution, and/or analysis of authorized personnel surveys. Further, the

NSRC provides technical review and makes recommendations for survey approvals.

The NSRC’s requirements, set forth in the Office of the Chief of Naval Operations

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technical merit; their cost/benefit to the Navy analyzed; their quality of design, administration

and analysis be approved; review the NSRC’s data bases for existing questions for use in the

survey; pretest survey on members of the representative population; develop cost-effective

analysis, sampling, and administrative plans; submit final form of survey to the Chief of Naval

Personnel for approval; and provide final survey results to NSRC for review.

PROCEDURES FOR DATA COLLECTION

A request was made to the Executive Officer of the U.S.S. John F. Kennedy (CV-67), to

have access to the surveys for the purpose of this research project. The nature of the study and

the proposed uses of the data were explained to him in a personal interview. As the final

authority for requests of this nature, he gave his consent to use the existing completed surveys.

He then directed the Command Career Counselor to release the completed surveys for use in the

study. (Zecchin, 2001)

The U.S.S. John F. Kennedy’s Command Career Counselor administered the

questionnaires to the respondents on an individual basis per the guidance set forth in the Navy’s

Command Career Counselor Guidance Instruction Manual to personnel being processed for

separation from the Naval service or their reenlistment as the individual case dictated. The

Command Career Counselor gave the respondents as much time as needed to completed the

survey and then collected the survey upon completion. (Mobley, 2001)

These data were gathered over the course of one year, from September 1, 2000 to August

31, 2001 and included all sailors at the end of their first enlistment, who were being processed

for separation from the United States Navy. This timeframe was selected as it covered the latest

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four percent of the personnel who were recruited into the organization by the end of their first

enlistment (a period of four to six years) and the Navy was doing everything from increasing

reenlistment bonuses to making email available to every sailor on every ship to stem the tide of

personnel losses. (Chief of Naval Personnel, 2000). A copy of the instrument is attached.

STUDY POPULATION

There were no risks to the participants in the study at anytime. All information gathered

was recorded to ensure that the anonymity of the respondents was maintained throughout. The

participants were required to complete the questionnaire as part of their processing for separation

per the direction of the Chief of Naval Personnel.

DATA ANALYSIS

Demographic data, including paygrade, gender, ethnic group and marital status were

analyzed using descriptive statistics.

The responses were coded from one (1) to five (5) for all survey questions, (excluding

demographic questions), with a “none response” being coded as nine (9).

The demographic data and survey results were entered into a database and analyzed

through the use of SPSS, a computer software statistical program. The survey responses were

analyzed according to the three paygrades, which made up the survey population. Further, some

demographic data frequencies and percentages were calculated by hand.

Responses to the primary question in each element of the survey (job satisfaction,

pay/benefits and quality of life) were correlated. Correlation statistics were used to analyze the

relationship between demographic variables in the demographic data (gender, marital status and

(26)

CHAPTER IV

RESULTS AND DISCUSSION

While the total population of the U.S.S. John F. Kennedy is in excess of 2500 sailors, the

population for this study was confined to those sailors whose first term of enlistment was ending

and they had made their decision to voluntarily separate from the United States Navy and return

to civilian life. Of this group, 148 (100%) participated during the one-year time frame of this

study. Analysis of the demographic data yielded the following results: 148 total participants, 128

(87.5%) were male, 20 (13.5%) were female, with all participants providing a response to this

question (See Table I).

TABLE I

PARTICIPANTS BY GENDER

MALE FEMALE

86.5% (n =128) 13.5% (n=20)

The gender distribution is slightly skewed in that the Navy has only detailed

females to aircraft carriers since 1995, and the Kennedy was still in the process of adapting its

berthing spaces to accommodate the growing population of females being assigned to the ship.

However, the sample is in line with the percentage of women in the Navy – 14.7 percent.

(Bureau of Naval Personnel, 2005) According to the ship’s Command Career Counselors Office,

approximately 500 females had been assigned to the John F. Kennedy by the end of the period in

which the surveys were conducted, or approximately twenty percent of the crew of 2,500

(Mobley, 2001).

It is inherent in the Navy culture to closely track the ethnic makeup and gender of its

(27)

the 21st century defines diversity as the “creativity, culture, ethnicity, gender, race, religion, skills

and talents of Sailors and civilians that enhance the mission readiness of the Navy.” Further, it

establishes a vision statement that “A Navy that continually invests in the strength of America’s

diversity, where Sailor and civilian can prosper and contribute to mission readiness and ensure

mission success in an environment that encourages and enables all to reach their personal and

professional potential.” (Navy’s Strategic Plan for Diversity, 2004) To meet these diversity

goals, it is imperative that the Navy continues to closely track the makeup of its commands,

including its ships, and the responses to its surveys to ensure that it can address diversity issues

in a timely fashion.

As the standard enlistment contract is for a period of four years, it is reasonable to expect

the largest percentage of the survey group will be in the paygrade of E-4. Reaching the level of

Petty Officer Third Class (paygrade E-4 and a first level supervisor) is a milestone in an enlisted

sailor’s career and is reached after a designed period of time and their selection for advancement

based on the results of the Navy-wide advancement examination. (Naval Military Personnel

Manual, 1998) (See Table II)

TABLE II

PARTICIPANTS BY PAYGRADE

PAYGRADE

Frequency Percent Valid Percent

E-3 ₃₃ _16.3% _18.1%

E-4 ₉₉ _53.8% _59.6%

E-5 ₁₆ _13.9% _15.4%

PAY- GRADE

(28)

The Department of Defense’s pay scale is broken down by paygrade and years of service

(Appendix D-G). Paygrade, more than any other variable, has a direct bearing on the level of

pay and responsibilities each member has in their day-to-day duties and therefore indispensable

as the dependent variable.

A breakdown of the participants by ethnic group revealed that a 87 (58.8%) identified

themselves as White, 34 (23.0%) as Black, 27 (18.2%) as Hispanic, Asian, American Indian or

“Other.” (See Table III)

TABLE III

PARTICIPANTS BY ETHNIC GROUP

Frequency Percent

White 87 58.8

Black 34 23.0

Hispanic/Asian 27 18.2

Amer. Ind. /Other

Total 148 100.0

A review of the survey group by the marital status of the 148 participants revealed that 90

(60.8%) identified themselves as single, 51 (34.4%) as married, while seven (4.7%) responded

(29)

TABLE IV

PARTICIPANTS BY MARITAL STATUS

PAYGRADE (Dep. Variable)

3 4 5

Count Column % Count Column % Count Column %

Single ₁₉ _57.6% ₆₁ _61.6% ₁₀ _62.5%

Married 12 36.4% 33 33.3% 6 37.5%

Divorced ₀ _.0% ₄ _4.0% ₀ _.0%

Other 2 6.1% 1 1.0% 0 .0%

MARITAL STATUS

Total ₃₃ _100.0% ₉₉ _100.0% ₁₆ _100.0%

Marital status also has a direct bearing on the pay of a service member as a married sailor

is compensated more through the Basic Allowance for Housing (BAH) than a single sailor living

in the same geographic area of the country. Further, a married sailor has the opportunity to

utilize quality of life benefits such as family health care coverage and on base child care services.

These quality of life services that have no tangible benefit to a single sailor.

By length of service, of the 148 participants, there were 24 (16.2%) with three years or

less of service, 110 (74.3%) with four years of service, and 13 (8.7%) with five years or more of

service. Finally, one survey (0.7%) was unknown. (See Table V).

TABLE V

PARTICIPANTS BY LENGTH OF SERVICE

LENGTH OF SERVICE _{PERCENT TOTALS}

3 or < 16.2% (N = 24)

4 74.3% (N = 110)

5 or > 8.7% (N = 13)

Unknown .7% (N = 1)

(30)

Responses by length of service were analyzed and revealed that 110 (74.3%) of the

sailors completing the surveys were completing their fourth year of service. This correlates with

the completion of the standard initial enlistment contract of four years. As the Navy assigns

numerous sailors who have completed only the initial phase of their Navy training (eight weeks

of Recruit Training) to the U.S.S. John F. Kennedy for a tour of sea duty of up to five years, it is

logical that the largest group would be at their initial reenlistment point while serving onboard

the Kennedy. The second largest group, with 24 (16.2%) sailors participating in the survey, was

those with three years or less of service. The Navy has a number of enlistment contracts that are

available to recruiters, some of these contracts allow sailors to enlist for a term of active duty

from two to three years, and complete the remaining service requirement in the Naval Reserve.

Analysis of the data by paygrade indicated that 99 (66.9%) of the sailors were in the

paygrade of E-4. This paygrade, (designated as Petty Officer Third Class and considered the

first level of supervisor) is attained through time in service, positive performance evaluation

marks and the successful completion of an extensive written examination. This factor correlates

closely with length of service as it is the normal professional progression expected of a sailor

during their initial four-year enlistment.

The data further revealed that 33 (22.3%) of the sailors were in the paygrade of E-3. This

paygrade, (designated as a Seaman, Fireman, or Airman) is attained through time in service and

no negative marks on the performance evaluation. A sailor reaching this paygrade, but not

progressing to E-4 can still be considered a successful performer, but because the Navy centrally

manages the advancement of personnel, his rating (job specialty) maybe overmanned at the E-4

level. As a result, he may not be able to advance at the same pace as his contemporaries in other

(31)

Finally, the data disclosed that 16 (10.8%) of the sailors completing the survey were in

the paygrade of E-5. This paygrade (designed as Petty Officer Second Class and considered a

second level supervisor) if attained during the first enlistment indicates that the sailor has

attained a high level of knowledge within their rating and has performed well both as a

supervisor and a technician.

JOB SATISFACTION

HYPOTHESIS 1 (JOB SATISFACTION)

A majority of sailors onboard the U.S.S. John F. Kennedy who do not reenlist at the end

of their first-term have a low level of job satisfaction. This hypothesis required measurement of

the level of job satisfaction of sailors who decided to leave the Navy and return to civilian life.

Responses to Question 2 “Based on your Naval experience, rate your satisfaction with the

level of job fulfillment/challenge” were used to test this hypothesis. Reviewing the responses

from all sailors in the survey, 94 (63.5%) of the sailors responded they were satisfied or very

satisfied, while only 53(35.8%) indicated that they were dissatisfied with their level of job

fulfillment.

Responses to the question on the level of job fulfillment were then reviewed and analyzed

by gender, marital status and ethnic group. Female sailors responded overwhelmingly 17 (85%)

that they were satisfied with their level of job fulfillment, while only 3 (15%) indicated they

(32)

satisfied with the level of job fulfillment whereas 50 (39.1%) of the males indicated that they

were dissatisfied or very dissatisfied. One male sailor indicated “Not applicable”.

Next, the subject of the level of job fulfillment was analyzed by the marital status of the

sailors. Those sailors identifying themselves as single responded by a measure of 28 (31.1%)

that they were either dissatisfied or very dissatisfied, against 61 (67.7%) who indicated that they

were satisfied or very satisfied with the level of job fulfillment.

Of those who indicated that they were married, 29 (56.7%) responded that they were

satisfied or very satisfied, while 22 (43.3%) indicated that they were dissatisfied or very

dissatisfied with their level of job fulfillment while a part of the United States Navy. Further,

those who identified themselves as being divorced or “other” (a total of seven) responded with

four (57.1%) indicating that they were satisfied, while three (42.9%) responded that they were

dissatisfied with their level of job fulfillment.

Finally, the question of the level of job fulfillment was analyzed by ethnic group. Of

those sailors who identified themselves as White, 52 (59.7%) listed their level of job fulfillment

as satisfied (five responded as very satisfied) while 34 (39.3%) indicated that they were

dissatisfied or very dissatisfied. One responded “Not Applicable”. Further,African-Americans

responded that they were satisfied or very satisfied by a margin of 24 (70.5%) over the 10

(29.5%) who said that they were dissatisfied or very dissatisfied with the level of job fulfillment.

Eighteen (66.6%) of the sailors who identified themselves as Hispanic/Asian/American Indian or

“Other” indicated that they were either satisfied or very satisfied, while nine (33.3%) said they

(33)

Job fulfillment by ethnic group indicated that African-American sailors had a higher level

of job fulfillment than White or Hispanic/Asian/American Indian and sailors who identified

themselves as “other.” (See Table VI)

TABLE VI

Hypothesis # 1

Dependent Variable – Job Fulfillment

Independent Variable Chi-Square

Gender 5.292*

Marital Status 6.269*

Ethnic Group 10.639*

*p > .05

The survey contained twenty questions that measured different aspects of job satisfaction.

These questions give a comprehensive view of the many factors that influence the job

satisfaction level of sailors serving onboard Navy ships.

In Table VII, of the sailors in the E-3 paygrade, 51.5% (12.1% very dissatisfied; 39.4%

dissatisfied) indicated they were dissatisfied with the amount of respect from their superiors.

While 48.5% indicated they were satisfied with the amount of respect from their superiors.

Sailors in the E-4 paygrade 35.3% signified that they were dissatisfied with the amount of

respect they received from superiors, whereas 63.7% felt that they were satisfied with the respect

they received. Further, of the sailors who had reached the E-5 paygrade, only 26.6% were

dissatisfied with the amount of respect from superiors, while 73.4% were satisfied or very

(34)

What effect did the amount of respect from superiors have on the job satisfaction of sailors in each paygrade?

TABLE VII

PERCEPTION OF JOB SATISFACTION BY AMOUNT OF RESPECT FROM SUPERIORS

3 4 5

Column % Count Column % Count Column % Count

Not Applicable .0% 0 .0% 0 .0% 0

Very Dissatisfied 12.1% 4 13.1% 13 13.3% 2

Dissatisfied 39.4% 13 23.2% 23 13.3% 2

Satisfied 45.5% 15 57.6% 57 60.0% 9

Very Satisfied 3.0% 1 6.1% 6 13.3% 2

AMOUNT OF RESPECT FROM SUPERIORS

Total 100.0% 33 100.0% 99 100.0% 15

chi-square = 6.057, p < .05, df = 6

The findings indicate that sailors felt they received more respect from their superiors the

higher rank they attained.

On the question of level of job fulfillment, the E-5 paygrade had the highest level of

satisfaction, with 93.8% indicating they were either satisfied or very satisfied, versus only 6.3%

who were dissatisfied. Among E-4 personnel, 62.6% indicated satisfaction with their level of job

fulfillment, while 37.1% were not satisfied. For the E-3 paygrade, a majority (51.5%) signified

that they were satisfied with their job fulfillment; however 45.4% demonstrated that they were

dissatisfied or very dissatisfied, while 3.0% indicated that job fulfillment was not applicable.

(35)

What effect did the level of job fulfillment have a on the job satisfaction in each paygrade?

TABLE VIII

PERCEPTION OF JOB SATISFACTION BY LEVEL OF JOB FULFILLMENT

3 4 5

_{Column %} _Count _{Column %} _Count _{Column %} _Count

Not Applicable 3.0% 1 .0% 0 .0% 0

Very

Dissatisfied 12.1% 4 8.1% 8 .0% 0

Dissatisfied 33.3% 11 29.3% 29 6.3% 1

Satisfied 51.5% 17 58.6% 58 68.8% 11

Very Satisfied .0% 0 4.0% 4 25.0% 4

LEVEL OF JOB

FULFILLMEN T

Total 100.0% 33 100.0% 99 100.0% 16

chi-square = 22.616, p < .05, df = 8

While the majority in all three paygrades indicated they were satisfied, those sailors in

the E-5 paygrade had by far the highest level of job fulfillment. As E-5 sailors are given more

responsibility and more authority over sailors in the E-3 and E-4 paygrades, it follows that they

would have a higher sense of accomplishment than those in the lower paygrades.

In Table IX, those in the E-5 paygrade again showed the highest level of satisfaction with

the enjoyment of their job, with 68.8% indicating they were satisfied or very satisfied, while only

31.3% signified dissatisfaction. Those in the E-4 paygrade had almost as high a level of job

enjoyment with 61.7% signifying they were satisfied whereas 38.3% indicated dissatisfaction.

Finally, the E-3 paygrade’s answers disclosed a much lower level of job enjoyment, with 60.6%

indicating they were dissatisfied or very dissatisfied, while only 39.4% signifying that they were

(36)

What effect did the level of job enjoyment have on the job satisfaction of sailors in each paygrade?

TABLE IX

PERCEPTION OF JOB SATISFACTION BY LEVEL OF JOB ENJOYMENT

3 4 5

Dissatisfied 36.4% 12 24.2% 24 25.0% 4

Satisfied 36.4% 12 55.6% 55 50.0% 8

Very Satisfied 3.0% 1 6.1% 6 18.8% 3

AMOUNT OF ENJOYMENT FROM JOB

Total 100.0% 33 100.0% 99 100.0% 16

chi-square = 9.95, p < .05, df = 6

These results continue to uncover a trend that those in the lowest paygrade have the

lowest level of job satisfaction. Sailors in the E-3 paygrade are usually assigned the most menial

tasks, (because they are the lowest paygrade and have to take their turn doing the menial tasks as

their shipmates did before they were advanced) such as the cleaning of work and berthing spaces,

trash removal, and the refurbishment, including the sanding of metal decks (floors) and

bulkheads (walls) and painting of spaces owned by their division or department. These tasks can

be extensive and require a large number of junior personnel, depending on the size of the

division and number of spaces that must be maintained. While working these types of work

details don’t give sailors a high very sense of accomplishment, it has the ancillary affect of

keeping them from working with the equipment and gaining the knowledge to help them be

successful on the next advancement examination.

According to Table X, it is the E-4 paygrade that had the highest level of job satisfaction

(37)

they were satisfied amount of regulations with 53.1% responding with satisfied or very satisfied,

whereas 46.9% indicated they were dissatisfied. The E-5 paygrade had a response of 56.3%

indicating they were satisfied with the amount of regulations. Further, they indicated that 18.8%

were dissatisfied and 25.0% were very dissatisfied.

What effect did the amount of regulations have on the job satisfaction of sailors in each paygrade?

TABLE X

PERCEPTION OF JOB SATISFACTION BY AMOUNT OF REGULATIONS

3 4 5

Dissatisfied 34.4% 11 27.3% 27 18.8% 3

Satisfied 50.0% 16 59.6% 59 56.3% 9

Very Satisfied 3.1% 1 3.0% 3 .0% 0

AMOUNT OF REGULATIONS

Total 100.0% 32 100.0% 99 100.0% 16

chi-square = 4.356, p < .05, df = 6

The level of dissatisfaction with the amount of regulations by E-5 sailors could be

attributed to the fact that they are in a more responsible position and therefore are required to be

more familiar with a larger volume of regulations than E-4 sailors. Further, they are responsible

and held accountable for enforcing regulations to a larger degree than E-4 sailors.

For the E-3 sailors, they have very little responsibility to enforce regulations; however,

they also have the most supervisors above them to ensure that they follow all of the regulations.

Table XI demonstrates a high the level of dissatisfaction with job satisfaction by the

quality of leadership and management, regardless of paygrade. E-5 sailors (Petty Officer Second

Class) had the highest level of dissatisfaction with the quality of leadership and management,

(38)

Officer Third Class) and E-3 (Seaman) following close behind with 62.2% and 62.5%

respectfully.

What effect did the quality of leadership and management have on the job satisfaction of sailors in each paygrade?

TABLE XI

PERCEPTION OF JOB SATISFACTION BY QUALITY OF LEADERSHIP AND MANAGEMENT

3 4 5

Not Applicable 3.1% 1 1.0% 1 .0% 0

Dissatisfied 28.1% 9 31.6% 31 43.8% 7

Satisfied 34.4% 11 35.7% 35 31.3% 5

Very Satisfied .0% 0 1.0% 1 .0% 0

QUALITY OF LEADERSHIP AND

MANAGEMENT

Total 100.0% 32 100.0% 98 100.0% 16

chi-square = 2.744, p < .05, df = 8

These numbers reveal a very low opinion of the quality of leadership and management

exhibited by those in leadership positions onboard the U.S.S. John F. Kennedy (CV-67). This

measurement of job satisfaction has one of the highest levels of agreement between the three

paygrades and reveals that the quality of leadership and management aboard the Kennedy is not

perceived by the majority to be meeting its expectations. One possible reason for this level of

dissatisfaction could be the stress of a heavy operational schedule, causing the ship’s leadership

to drive the crew to work that much harder.

In Table XII, the perception of job satisfaction number of quick response tasks was

measured. Again, the Second Class Petty Officers (E-5) had the highest level of dissatisfaction,

(39)

of quick response tasks assigned with a significant number (7.1%), indicating Not Applicable.

Further, 60.6% of the Seamen (E-3) indicated that they were satisfied.

What effect did the number of quick response tasks have on the job satisfaction of sailors in each paygrade?

TABLE XII

PERCEPTION OF JOB SATISFACTION BY NUMBER OF QUICK RESPONSE TASKS

3 4 5

Not Applicable .0% 0 7.1% 7 .0% 0

Very

Dissatisfied 15.2% 5 6.1% 6 12.5% 2

Dissatisfied 24.2% 8 16.3% 16 43.8% 7

Satisfied 60.6% 20 61.2% 60 31.3% 5

Very Satisfied .0% 0 9.2% 9 12.5% 2

NUMBER OF QUICK RESPONSE

Total 100.0% 33 100.0% 98 100.0% 16

chi-square = 16.734, p < .05, df = 8

As with the number of regulations, Second Class Petty Officers (E-5), bear a larger

responsibility of ensuring that quick response tasks are completed correctly and within the

allowed time limit.

Perception of job satisfaction by level of recognition was measured in Table XIII.

Seamen (E-3) had the highest level of dissatisfaction with 62.4%, with Third Class Petty

Officer’s (E-4) being nearly as dissatisfied with 61.3%. On the other hand, Second Class Petty

(40)

What effect did the level of recognition have on the job satisfaction of sailors in each paygrade?

TABLE XIII

PERCEPTION OF JOB SATISFACTION BY LEVEL OF RECOGNITION

3 4 5

Column % Count

Column

% Count

Column

% Count

Dissatisfied 34.4% 11 30.3% 30 20.0% 3

Satisfied 34.4% 11 35.4% 35 53.3% 8

Very Satisfied 3.1% 1 3.0% 3 6.7% 1

LEVEL OF RECOGNITION

Total 100.0% 32 100.0% 99 100.0% 15

chi-square = 3.021, p < .05, df = 6

These findings are consistent with the fact that sailors who reach the level of Second

Class Petty Officer are by definition, more successful than the Seamen (E-3) and Third Class

Petty Officers (E-4) by virtue of their Rank. By reaching the E-5 level during their first

enlistment, Second Class Petty Officers would be recognized at a minimum, with good

evaluation reports. Further, they would be recognized by being trusted with more important and

more difficult tasks to complete.

In Table XIV, perception of job satisfaction by length of working hours was measured.

Second Class Petty Officers (E-5) and Third Class Petty Officers (E-4) responded that they both

were satisfied or very satisfied with the length of working hours by a near identical 68.8% for

E-5 and 68.7% for E-4. However, E-54.E-5% of the E-3s responded that they were dissatisfied or very

(41)

What effect did the length of working hours have on the job satisfaction of sailors in each paygrade?

TABLE XIV

PERCEPTION OF JOB SATISFACTION BY LENGTH OF WORKING HOURS

3 4 5

Column

% Count

Column

% Count

Column

% Count

Not Applicable 3.0% 1 .0% 0 .0% 0

Very

Dissatisfied 33.3% 11 18.2% 18 12.5% 2

Dissatisfied 21.2% 7 13.1% 13 18.8% 3

Satisfied 36.4% 12 57.6% 57 56.3% 9

Very Satisfied 6.1% 2 11.1% 11 12.5% 2

LENGTH OF WORKING

HRS

Total 100.0% 33 100.0% 99 100.0% 16

chi-square = 10.845, p < .05, df = 6

Considering the amount of working hours that are required of sailors at sea, (most are

required to work 18 hours a day) there appears to be little negative affect on the job satisfaction

of Second and Third Class Petty Officers.

Table XV, the perception of job satisfaction by the amount of paperwork sailors were

required to complete, revealed that a large majority (75.7%) of E-3 sailors were satisfied. A high

level of E-4 and E-5 sailors also responded that they were satisfied or very satisfied, with 67.4%

(42)

What effect did the amount of paperwork have on the job satisfaction of sailors in each paygrade?

TABLE XV

PERCEPTION OF JOB SATISFACTION BY AMOUNT OF PAPERWORK

3 4 5

Not Applicable 18.2% 6 7.1% 7 6.3% 1

Dissatisfied 3.0% 1 16.3% 16 18.8% 3

Satisfied 72.7% 24 63.3% 62 62.5% 10

Very Satisfied 3.0% 1 4.1% 4 6.3% 1

AMOUNT OF PAPERWORK

Total 100.0% 33 100.0% 98 100.0% 16

chi-square = 8.837, p < .05, df = 8

However, 25.5% of E-4 and 25.1% of E-5 sailors reported they were dissatisfied with the

amount of paperwork. This factor can be attributed to the fact that as sailors advance in rank, the

amount of paperwork increased as their responsibilities increase. From the proper keeping of log

books, to the processing of repair part orders and maintenance logs, E-4 and E-5 sailors handle a

large percentage of the initial paperwork generated onboard a Navy ship.

According to Table XVI, sailors in all paygrades had a high level of dissatisfaction with

the amount of personnel available to do the job. 56.3% of sailors in the E-5 paygrade, 58.6% in

the E-4 paygrade and 60.6% in the E-3 paygrade responded that they were either dissatisfied or

(43)

What effect did the amount of personnel available to do the job have on the job satisfaction of sailors in each paygrade?

TABLE XVI

PERCEPTION OF JOB SATISFACTION BY AMOUNT OF PERSONNEL AVAILABLE TO DO THE JOB

3 4 5

Not Applicable 3.0% 1 .0% 0 .0% 0

Dissatisfied 36.4% 12 43.4% 43 50.0% 8

Satisfied _36.4% ₁₂ _39.4% ₃₉ _37.5% ₆

Very Satisfied .0% 0 2.0% 2 6.3% 1

AMOUNT OF PERSONNEL AVAILABLE

Total 100.0% 33 100.0% 99 100.0% 16

chi-square = 8.509, p < .05, df = 8

A number of factors influence the number of personnel available to accomplish the

numerous tasks that sailors must complete onboard a Navy ship. These include first and

foremost, their watchstanding responsibilities. These duties require every sailor to take a

proactive interest in completing the qualifications necessary to operate everything from the 1MC

(the ship’s general announcement system that is audible in every space on the ship) to radars and

radar consoles, missile systems, massive boilers and steam engines to the steam catapults and

aircraft arresting gear. Each one of these complex systems has numerous operators that must act

in concert with each other to make the ship work. If there is a shortage of qualified personnel

onboard, then those who are qualified will have to step in to stand the watches for which there

are no qualified watchstanders. This shortage can occur through the undermanning of the ship,

which is handled through the Bureau of Navy Personnel, (a process to expansive to be discussed

here) or through the lack of proper training of personnel onboard. While some of the most

(44)

of the four engine rooms, take months for senior petty officer to qualify to perform, others

require less training but a larger number of personnel to perform. If the training process breaks

down, or personnel do not actively complete their training assignments, it will result in the lack

of qualified personnel available to do the job, thereby having a negative impact on job

satisfaction.

The results of Table XVII, the perception of job satisfaction by level of competence of

supervisors, revealed a nearly even split across all three paygrades of those who satisfied with

their supervisors level of competence and those who were dissatisfied. One measurement of

interest, 22.2% of E-4 sailors reported that they were very dissatisfied with the level of

competence of supervisors.

What effect did the level of competence from superiors have on the job satisfaction of sailors in each paygrade?

TABLE XVII

PERCEPTION OF JOB SATISFACTION BY LEVEL OF COMPETENCE OF SUPERVISORS

3 4 5

Not Applicable _.0% ₀ _.0% ₀ _.0% ₀

Very Dissatisfied _15.2% ₅ _22.2% ₂₂ _.0% ₀

Dissatisfied 36.4% 12 27.3% 27 50.0% 8

Satisfied 42.4% 14 44.4% 44 50.0% 8

Very Satisfied _6.1% ₂ _6.1% ₆ _.0% ₀

LEVEL OF COMPETENCE

Total _100.0% ₃₃ _100.0% ₉₉ _100.0% ₁₆

chi-square = 7.585, p < .05, df = 6

Due to the disbursement of the those completing the survey of all areas of the ship, the

Job Satisfaction on the U.S.S. John F. Kennedy: The Impact on First Term Sailors' Decisions to Leave the U.S. Navy

ScholarWorks@UNO

ScholarWorks@UNO

Job Satisfaction on the U.S.S. John F. Kennedy: The Impact on

Job Satisfaction on the U.S.S. John F. Kennedy: The Impact on

First Term Sailors' Decisions to Leave the U.S. Navy

First Term Sailors' Decisions to Leave the U.S. Navy

ACKNOWLEDGEMENTS

TABLE OF CONTENTS

ABSTRACT

CHAPTER 1

INTRODUCTION

CHAPTER II

LITERATURE REVIEW

CHAPTER III

METHODOLOGY

CHAPTER IV

RESULTS AND DISCUSSION